Team Work

Comments (0)

Transcript of Team Work

Team WorkTable Of ContentsWhat is Team Work?Teamwork is the process of people actively working together to accomplish common goals.Pros of Team Work-More resources for problem solving-Improved creativity and innovation-Improved quality of decision-making-Greater commitments to tasks-Higher motivation through collective action-More individual need satisfaction

What is Team Work ?Pros /ConsFormal/Informal Groups

Study Question 1 Study Question 2Committees, Project teams, and task forcesCross Functional TeamsVirtual Teams Self-Managing TeamsTeam Building Study Question 3Study Question 4Study Question 5Study Question 6Cons of TeamworkSocial loafing: is the tendency of some people to avoid responsibility by "free-riding" in groups. Characteristics of a broken team:Absence of trustFear of conflictLack of commitment Disagreements with team leaderFormal/Informal Group A formal group is officially recognized and supported by the organization.An informal group is unofficial and emerges from relationships and shared interests among members.Study Question 1Study Question 2A committee is designated to work on a continuing basis A project team or task force is convened for a specific purpose and disbands when its task is completed A cross-functional team operates with members who come from different functional units of an organizationTypes Of Teams Members of a virtual team work together and solve problems through computer-based interationsMembers of a self-managing work team have the authority to make a decisions about how they share and complete their work.Team Building Team building is a sequence of activities to analyze a team and make changes to improve its performanceFunctional and Dysfunctional conflictCauses of ConflictConflict ResolutionNegotiation goals and approachesGaining integrative agreementsNegotiation PitfallsThird-Party ResolutionStudy Question 5Functional and Dysfunctional conflictFunctional conflict stimulates people toward greater work efforts, cooperation and creativity. It helps groups achieve their goals.Dysfunctional conflict makes it difficult for groups to achieve thier goals. Too much conflict distracts and interferes with tasks; too little conflict promotes complacency and the loss of creative, high performance edge.Causes of Conflict/ResolutionRole ambiguities often set a stage for conflict due to unclear job expectations and other task uncertainties.Resource scarcities- Having to share or compete for resources, especially when scarce, can lead to conflict.Task interdependencies- Individuals having to depend on what others do to perform.Competing objectives - When objectives are poorly set and reward systems are poorly designed.Structural differentiation- Incompatible approaches of work may foster conflict.Unresolved prior conflicts- Self explanatory, unresolved conflicts may emerge and cause even more conflict.Conflict resolution is taking steps in effort to peacefully end conflict.Study Question 6Negotiation goals Substance goals- Concerned with outcomes and are tied to content issues.Negotiation ApproachesEffective negotiation resolves issues of substance while maintaining a positive process.

Distributive negotiation focuses on win-lose claims made by each party for certain preferred outcomes.

Integrative negotiation uses a win-win orientation to reach solutions acceptable to each partyGaining integrative agrementsNegotiation PitfallsRelationship goals- Negotiation are concerned with the ways people work together.Proper attitudes and good information are necessary foundations for integrative agreements. Truly integrative agreements are obtained by following four negotiation rules:

1. Separate the people from the problem.

2. Focus on interests, not on positions.

3. Generate many alternatives before deciding what to do.

4. Insist that result be based on some objective standard.1. Myth of the "fixed pie" - Assuming that in order to gain something, someone must loose something.2. Non-rational escalation of conflict - Negotiator allows personal needs for "ego" and "saving face" to increase importance of satisfaction.3. Overconfidence and ignoring other's needs - Negotiator believes his/her position is the only correct one and neglects the needs of the other party.4. Too much "telling" and too little "hearing" - When the two parties fail to explain themselves and understand what each other is saying.5. Premature cultural comfort - Negotiator is too quick to believe that he/she undersands, intentions, positions, and meanings of a different culture.6. Trap of ethical misconduct - The desire to "get a bit more" or "get as much as you can" from a negotiation.Third-Party Dispute ResolutionMeditation- A neutral party tries to help conflicting parties improve communication to resolve their dispute.Arbitration- A neutral third party issues a binding decision resolve a dispute.When disputes reach the point of impasse, third-party assistance with dispute resolution can be useful.There are two important goals to be considered in any negotiation.Decision making: Is the process of making choices among alternative possible courses of actions.Team Decision making The best team decision making happens when more than one of these methods are used. These methods are most effective when the whole team is involved and saying their ideas. This way everyone is putting in their full effort, and they feel like they are a part of the team.

Groupthink- Is a tendency for highly cohesive teams to lose their evaluative capabilities.

Brainstorming- Good brainstorming is when groups are able to say their ideas knowing that there is no wrong answer and that they will not be judged on what they say. The definition of brainstorming is “Engages group members in an open spontaneous discussion of problems and ideas.”

The scholar Edgar Schein says that there are six different methods that team can choose to make decisions. They are, Lack of response, authority rule, minority rule, majority rule, consensus, and unanimity.Lack of Response- The team continuously shouts out ideas. They do this until they finally accept an idea and start to expand on it. It is called lack of response because; all of the other ideas were skipped and not expanded on.Authority rule- The leader of the group makes a decision and whether it is good or bad the team has to follow it.Minority rule- Is when a few members of the team force their ideas onto the team. They are able to do this by suggesting something and then forcing a quick agreement. This is effective because, other team members do not want to challenge the idea even though they might not agree, so instead they just stay quiet and go with it.Majority rule- Is used when the group is in disagreement. So, to solve the problem the group takes a vote and the idea with the most votes wins and the other loses.Study Question 4 Consensus- Is when the group argues both sides and each member get to share their argument. What happens is that at the end the people arguing are able to accept the other people’s alternative and have no hard feelings because they know that they were heard by the team. Unanimity- Is the hardest out the six to happen because all members on the team agree with the same course of action.Nominal Group Technique- It is like brainstorming. However, the way this technique works is that people get time to themselves to think about ideas and then they say their ideas to the group in a round robin. After they decide on ideas with written voting procedure.

Team inputStages of team developmentNorms and CohesivenessTask and Maintenance rolesCommunication networks Study Question 3Resources & settingResourcesTechnology StructuresRewardsInformationNature of taskClarityComplexity

Team sizeNumber of membersEven odd number

Membership CharacteristicAbilitiesValuesPersonalitiesDiversityStages of team developmentForming- a stage of initial orientation and interpersonal testingStorming- a stage of conflict over task and working as a teamNorming- a stage of consolidationPerforming- a stage of teamwork and focused task performanceAdjourning- a stage of task completion and disengagementTeam inputsNorms and cohesivenessA norm is a behaviour, rule, or standard expected to be followed by team members. Work groups and teams with positive performance norms are more successful in accomplishing task objectives than are teams with a negative performance normsCohesiveness is the degree to which members are attracted to and motivated to remain part of a teamResources and setting

The availability of resources and the nature of the organization setting can affect how team members relate to one another and apply their skills toward task accomplishment Nature of the taskThe nature of task affects how well a team can focus its efforts and how intense the group process must be to get the job doneTeam sizeThe number of potential interactions increase geometrically as teams increase in size and communication becomes more congestedMembership CharacteristicTeams need members with the right abilities, or skill mix, to master and perform task wellTask and maintenance rolesResearch on social psychology of groups identifies two types of roles or activities that are essential if team members are to work well together.A task activity is an action taken by a team member that directly contributes to the groups performance purpose.A maintenance activity is an action taken by a team member that supports the emotional life of the group.Communication networksA decentralized communication network allows all members to communicate directly with one anotherIn a centralized communication network, communication flows only between individuals members and a hub, or centre pointIn a restricted communication network, subgroups have limited communication with one anotherDecision Making